OB Terms 2nd Half of Course

Week 8-13

Team

Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.

Actual Productivity of a Group

Equals its potential productivity, minus the process losses.

Process Gain

Getting more from the team than you would expect according to the capabilities of its individual members.

Process Loss

Getting less from the team than you would expect based on the capabilities of its individual members including coordination loss and motivation loss.

Task Interdependence

The degree to which team members interact with and rely on other team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team.

5 Aspects of Team Composition (RAPDS)

1. Member Roles

2. Member Ability

3. Member Personality

4. Team Diversity

5. Team Size

Team Task Roles

Behaviours that directly facilitate the accomplishment of team tasks

Team Building Roles

Behaviours that influence the quality of the team’s social climate

Individualistic Roles

Behaviours that benefit the individual at the expense of the rest of the team trying to assert themselves for a more dominant position in the team, which also often comes at the expense of the rest of the team.

Member Ability

Cognitive and physical abilities needed in a team depend on the nature of the team’s task.

Disjunctive Tasks

Team submits one overall solution/ product.

Conjunctive Tasks

Everyone performs the same task and it is crucial that everyone on the team possesses the relevant abilities

Additive Tasks

Contributions resulting from the abilities of every member add up to determine the absolute level of performance.

Team Diversity

Degree to which members are different from one another in terms of any attribute that might be used by someone as a basis of categorizing people.

Stages of Team Development

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

Punctuated Equilibrium

Occurs at the midpoint and is sequence of team development during which not much gets done until the halfway of a project, after which teams make necessary changes to complete the project on time.

Groupthink

Behaviours that support conformity and team harmony at the expense of other team priorities.

Team Processes

Reflects the different types of activities and interactions that occur within teams and contribute to their ultimate end goals.

Transition Processes

Processes such as mission analysis/ planning that focuses on preparation for future work in the team.

Action Processes

Processes such as helping/ coordination, that aid in the accomplishment of teamwork as the work is actually taking place.

Interpersonal Processes

Processes such as motivation/ confidence building that focuses on the management of relationships among team members.

4 Aspects of Team States (CPMT)

1. Cohesion

2. Potency

3. Mental Models

4. Transactive Memory

Leadership

Use of power and influence to direct the activities of followers toward goal achievement.

Leader Effectiveness

Degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, ad the development of mutual trust, respect and obligation in leader-member dyads.

Transactional Leadership

Focus on exchange relationships and assumes that employees are motivated by reward and punishment. It is associated with higher follower job satisfaction, team performance, leadership performance.

Transformational Leadership

Moving beyond exchange relationships, punishment and reward. It provides a vision that triggers true commitment and is strongly associated with follower satisfaction, leader effectiveness, organizational performance, high identification with work unit.

Idealized Influence- Charisma

Power held by a leader who behaves in ways that earn the admiration, trust, and respect of followers, causing followers to wan to identify with and emulate the leader.

Inspirational Motivation

A type of influence in which the leader behaves in ways that foster an enthusiasm for a commitment to a shared vision of the future.

Intellectual Stimulation

Type of influence in which the leader behaves in ways that challenge followers to be innovative and creative by questioning asumptions and reframing old situations in new ways.

Individualized Consideration

Type of influence in which the leader behaves in ways that help followers achieve their potential through coaching, development and mentoring.

Authentic Leadership

Positive approach to leadership in a well-developed organizational context that leads to great self-awareness and self-regulated positive behaviours for leaders and embers which promotes positive self-development.

Leader-Member Exchange (LMX)

Focuses on the dyadic relationship between a leader and member. Leaders develop a different type of relationship with each subordinate.

6 Aspects of the Science of Persuasion (LRSCAS)

1. Liking

2. Reciprocity

3. Social Proof

4. Consistency

5. Authority

6. Scarcity

Liking

Similarity draws people together and praise leads to high regard for the other person which leads to compliance.

Reciprocity

Giving small gifts drives up contribution in return. Trust, cooperation, behaviours can all be modelled and reciprocated.

Social Proof

Peers serve to validate personal choices and persuasion is more effective when it comes from peers.

Consistency

Making commitments active, public, and voluntary and we wish to appear consistent in front of others.

Authority

People defer to experts. Experts need to expose their own expertise because it can be non-self-evident.

Scarcity

Highlight unique benefits and exclusive information .whic is more persuasive than widely available data.

2 Aspects to the Ability to Influence Others

1. Organizational Power: Legitimate power, reward power, and coercive power

2. Personal Power: Expert power, referent power

Substitutability

There are no substitutes for the rewards or resources the leader controls.

Centrality

The leader’s role is important and interdependent with others in the organization.

Discretion

The leader has the freedom to make his or her own decisions without being restrained by organizational rules.

Visibility

Others know about the leader and the resources he or she can provide.

Internalization

Target agrees with and becomes committed to request.

Compliance

Target is willing to perform request, but does so with indifference.

Resistance

Target is opposed to request and attempts to avoid doing it.

Organizational Politics

Actions by individuals that are directed toward the goal of furthering their own self-interests.

Political Skill

The ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives.

5 Styles for Conflict Resolution (CCCAA)

1. Competing: win-lose

2. Collaborating: win-win

3. Compromise: middle

4. Avoiding: lose-lose

5. Accommodating: lose-win

Explicit Knowledge

Easy to communicate and teach

Tacit Knowledge

More difficult to communicate; gained with experience

SBI Model of Feedback

1. Situation

2. Behaviour

3. Impact

Radical Candour

Care personally and challenge directly and separate praise from criticism.

Fixed Mindset

• Are overly concerned with looking smart

• Don’t like making mistakes

• Don’t take feedback well

• As a consequence, don’t achieve their potential

Growth Mindset

• Really push and stretch themselves

• Confront their own mistakes and learn from them

• Believe hard work leads to mastery

• As a consequence, reach their creative potential.

Organizational Structure

Pattern of organizational roles, relationships, and procedures that enables such integrated, collective action by it's members.

4 Aspects of the Congruence Model (CPCF)

1. Critical Tasks

2. People

3. Culture

4. Formal Organization

Choices driven by External Forces

Efforts to respond to customer demands, competitor pressures, technological advances

Choices driven by Internal Forces

The content of the worj and how to do it well and efficiently

Choices driven by Theory of Leadership

Leader’s own values and vision.

People in the Organization

Mechanism through which tasks are accomplished

Culture in the Organization

Informal arrangements, processes and structures developed over time

Organizational Culture

The shared social knowledge within an org regarding the rules, norms, and values that shape the attitudes and behaviours of its employees.

3 Aspects of Organizational Culture

1. Observable Culture

2. Espoused Values

3. Basic Underlying Assumptions

Observable Artifacts

The manifestations of culture that can be easily seen or talked about.

Espoused Values

The beliefs, philosophies, and norms that a company explicitly states.

Basic Underlying Assumptions

Taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questionsing the validity of their behaviour in a given situation.

7 Aspects of Organizational Culture Profiles (IAOSPTD)

1. Innovative

2. Aggressive

3. Outcome Oriented

4. Stable

5. People Oriented

6. Team Oriented

7. Detail Oriented

Culture Strength

Exists when employees definitively agree about the way things are supposed to happen within the organization and when their subsequent behaviours are consistent with those expectations.

Attraction-Selection-Attrition (ASA)

A theory that states that employees will be drawn to organizations with cultures that match their personality, organizations will select employees that match, and employees will leave or be forced out when they are not a good fit.

Anticipatory Stage

Image of what it’s like to work for the company

Encounter Stage

Where employees compare the information as an outsider to reality as an insider

Understanding and Adaptation

Employee internalizes norms and expected behaviours.

Habits

Habits arise naturally and we habitually tend to limit ourselves to a smaller set of behaviours. Actions become predictable to ourselves and others.

Legitimization

Legitimization is an ongoing process, and as long as it is successful, the institutions will remain permanent.